The name "Ho’onunui" means "to flourish and exceedingly multiply" and the aim of this non-profit organization is to equip, empower and encourage the reproduction and multiplication of the good people and good works of Christ in Hawai’i, the Pacific, Asia and beyond! Ho’onunui was formed in 2017 to resource Pastor C’s leadership development and church consulting work in Asia. The three largest investments of time and energy are currently in Japan, Mongolia and South Korea.

Check out Pastor C's most recent article on leadership:

Learning Posture

If you read my previous article—"Character Matters Most"—you’re familiar with my concern about finishing well and the notion that failed character most often results in failed leadership. But as you have probably recognized, it takes more than character to lead well, let alone finish well. Obviously, from the way that leaders are trained, most people and institutions believe that knowledge is key to leadership.

Peter Drucker coined the phrase "knowledge workers" and pointed out several key differences between those who only work with their hands and those who work just as much with their minds. While there’s much I owe to my own reading of Drucker, one thing that Drucker said about "knowledge workers" took on a new meaning during the recent pandemic: their mobility.

"Because knowledge workers own their means of production, they are mobile. Manual workers need the job much more than the job needs them. It may still not be true for all knowledge workers that the organization needs them more than they need the organization. But for most of them it is a symbiotic relationship in which they need each other in equal measure."

Let’s allow Drucker’s idea of a "symbiotic relationship" to linger in our thoughts a little longer. Whether we’re talking about businesses, schools, or governments, it seems that customers (not to mention employees), students and citizens are acting as if these institutions are expendable. If nothing else, mobility in these cases is increasingly expressed by the exercise of freedom or resistance.

An essential fact about knowledge is that both access and relationship with relevant information are needed. Although being able to read and write in a few languages has increased my capacity, friends and shared experiences around much of the planet have imparted my knowledge set. If I had kept a solo learning posture, if I had refused to learn from and with others, my knowledge set, not to mention my skill set, would not lend itself to the kind of adaptive capacity required by the challenges we face today in business, education, and government.

While perhaps only true for me, having a Ph.D. means that I know much about relatively little. This is because my knowledge is limited to my area of expertise. I have increased my knowledge by reading, writing, talking with and watching others who are familiar with subjects unfamiliar to me. Those who would finish well and not just retire comfortably must continue learning in meaningful relationship with and beyond their present community. I believe this is the best learning posture for leaders who would finish well.

(Quoted from Peter Drucker’s Management Challenges for the 21st Century. New York: Harper Collins, 2001. p. 129)